DRAFT: Summary of the RCMP Response to the Final Report on the Implementation of the Merlo Davidson Settlement Agreement

A. SYSTEMIC BARRIERS

Examine, through an independent study, all aspects of the RCMP to identify systemic barriers in place that prevent women from succeeding in the RCMP and specify ways in which those barriers can be removed.

Yes

Identifying systemic barriers

using GBA+ and culture inventory

No

Is not an independent study

• Gender-based Analysis+ implemented as a competency across the organization
• The RCMP is working with outside experts to complete an Organizational Culture Inventory that will: provide a current and objective snapshot of RCMP culture; identify the RCMP’s cultural strengths; clearly define the behaviours and practices needed to address challenges; and provide a baseline against which to measure future change.
• The RCMP is undertaking a review of its core values through internal and external consultation. An organizational values statement will also be developed to provide guidance on how RCMP employees are expected to live out the core values in the workplace and in communities.
• RCMP Equity, Diversity and Inclusion (EDI) Strategy was launched to enhance approaches and practices toward leadership development, governance and decision-making; being clear, accountable and transparent about its processes and operations; and ensuring there are ambitious advances toward improved awareness and training for staff.
• EDI training – cultural awareness and humility; anti-racism training; expectations for sr. management re: unconscious bias, anti-racism/discrimination
• In 2020, the RCMP published a comprehensive RCMP Guide to Supporting Transgender, Non-binary and Two-Spirit Employees to provide employees with understanding of key issues and policies.

B> RECRUITMENT

Perform a careful analysis of what will constitute “merit” in the recruitment of RCMP members, considering the need to remove systemic barriers and to allow for specialized roles and functions.

Yes

We are re-defining recruitment characteristics

• In 2018, GBA+ was used to examine the RCMP recruitment process, resulting in the identification of potential barriers for key groups, and the development of a modernization plan.
• Work is underway to review the entire police officer recruiting process to ensure the focus is on screening for the identified attributes and characteristics, and ensuring that the tools are implemented in a manner that is bias free.
• The RCMP removed real and perceived barriers that may prevent a person from applying to the Emergency Response Team (ERT) and introduced a new ERT standardized gender-neutral selection process that aligns with the ERT PARE and learning materials.
• The RCMP is advancing new ways to recruit civilians into specialized fields. Public Service staffing processes are underway where the first hires will be in financial crime and cybercrime units across C, O, K and E divisions.
• Education requirements are being examined as part of overall recruitment modernization.
• The RCMP recognizes the value of providing targeted support to key groups of potential applicants. For example, a recent pilot project in “V” Division (Nunavut) supported a group of Inuit applicants to navigate the application process.
• The RCMP has identified attributes and characteristics required of a modern police officer. Work is now underway to develop a business case that will outline an implementation plan for a future state recruiting process (HR)
• A review of national selection processes for entry into specialized teams will undergo a GBA+ analysis to seek opportunities to identify and address any potential barriers (HR)
• GBA+ is being used to examine the modernization of the RCMP’s security screening process, including examining key risk factors for applicants (AIM)

Require a minimum level of 2 years of post-secondary education or training to apply to the RCMP. I recommend that the RCMP study the recent changes to recruitment recently adopted in the UK which give options for varying ways to meet this requirement.

No

Not needed as most applicants already have post-secondary

Encourage applications from diverse groups including women. LGTQ2S+ people and racialized communities and implement programs to assist them in meeting the entry requirements where necessary.

Yes

Proactive recruitment strategy

V Division pilot helps candidates meet reqs

Conduct effective and detailed background checks on applicants’ views on diversity and women. Eliminate those who are not able to function with women, Indigenous people, racialized minorities or LGBTQ2S+ persons and are unwilling to accept the principles of equality and equal opportunity for all. Screening must consider all incidents of harassment and domestic violence.

Yes

New screening tools to test for bias

The RCMP should appoint an external expert to review the training program at Depot to ensure that it meets the requirements of a modern police force and promotes a positive police training that addresses issues of harassment and discrimination, and teaches recruits about the Charter value of equality.

Yes

We are reviewing the CTP

Yes

We will engage external experts in the review (future)

• The Cadet Training Program (CTP) has included training on issues of harassment, discrimination and equality since 1994/95. The CTP curriculum is under continuous review and evaluation, and is revised as needed over time. Cadets also complete the same national harassment and discrimination training required for all employees.
• The harassment and discrimination CTP curriculum was updated in 2018 in response to Merlo-Davidson Obligation #8, including:
  • Improvements to content related to preventing and responding to harassment and discrimination
  • Overhaul of the sexual harassment case study, to represent a situation occurring at a detachment, and address the correlation between power imbalances and harassment/sexual harassment
• Cadets are covered by the current national harassment policy, and will be covered by the forthcoming version. Cadets can now access the harassment resolution process through the Office for Coordination of Harassment Complaints and will be able to access the ICHR process.
• The CTP Assessment Procedures (Welcome Package Appendix 5) outline expectations for cadet  performance and behaviour in training, and includes: immediate termination of the contract (Cadet Training Agreement) if the cadet is involved in incidents of harassment/discrimination where counselling is an insufficient or inappropriate intervention, given the nature of the incident, or where counselling was provided and ignored.
• Legal counsel from Public Prosecution Service of Canada is currently conducting a review of the CTP's legal material.
• Plans are underway to have representatives from the First Nations University of Canada review the Indigenous cultural awareness curriculum in the CTP.
• Under the new Chief Learning Officer:
  • CTP is being reviewed using a GBA+ lens to ensure the language and scenarios are inclusive, do not unintentionally reinforce stereotypes, and reflect modern reality.
  • The RCMP is undertaking an assessment of the impact of the military aspects of the Depot training environment and curriculum on cadet learning and organizational culture.
  • The CTP is currently undergoing a Kirkpatrick Level 3 Evaluation to assess how well training is preparing cadets for the start of their careers as front line, general duty Members.
  • Starting with Troop 6 2020/21 and going forward, all troop cadets will complete the online Cultural Awareness and Humility course prior to arriving at Depot for the start of the CTP. Troops 1 to 5 2020/21 completed it as part of the CTP.
• Key facilities at Depot, including washrooms, locker rooms and dorms, are being reviewed by external experts through a GBA+ lens to ensure they are inclusive, including for transgender, non-binary and two-spirit people. Some changes (i.e., private shower stalls) are already completed in some buildings.
• Academic research projects investigating Implicit Bias are being conducted with cadets and employees, the results of which will be used to enhance training. Additionally, one of the instruments being used is being considered by recruiting, and the results of this project will provide information on the efficacy of its use.
• The RCMP will work with external experts to review training at Depot.
• Ensure clear, timely process for cadets to report harassment and obtain supports.
• Ensure Depot facilitators/staff understand their role in a harassment-free workplace (e.g., define policies for instructor/staff-cadet personal relationships)
• Ongoing analysis will identify ways to strengthen diversity and inclusion in the curriculum and training environment to ensure cadets move forward with the right character and skills. This includes the Integration of Leader Character framework in the CTP.
• Following the review of key facilities at Depot, conducted by external experts, a final “draft” report from these experts has been forwarded to GBA + Facility Review Steering Committee. Once the final report is complete, Depot will move forward with an action plan to identify and initiate changes (HR).

During the time required for the external study, the RCMP should establish and enforce a zero-tolerance policy for harassment and discrimination at Depot with meaningful consequences.

Yes

We will improve harassment resolution at Depot

The RCMP should ensure an effective anti-harassment and discrimination course is taught at Depot that includes role-playing as well as participation by members who have experienced harassing conduct.

Yes

We have improved anti-harassment training at Depot

Yes

We have improved anti-discrimination training at Depot

No

it does not currently include participation by members who have experienced harassment

Establish a mentorship program for women within the Detachment to address adjustment to the force. The mentor must not be the individual’s trainer.

Yes

We have a mentorship program

• In 2018, responsibility for the Field Coaching Program (FCP) was moved under Training Program Support and Evaluation (TPSE) in Depot Division, which is also responsible for the Cadet Training Program (CTP). The CTP and FCP are being approached as a cohesive and complementary one year training continuum. Since this transfer of responsibility, the FCP has been under review and modernization.
• A Program Training Standard (PTS) is in place for the FCP. The PTS outlines the expectations for the delivery of the FCP and its assessment standards.
• A Course Training Standard (CTS) is in place for the Field Coaches' Course (FCC). The CTS outlines expectations for the delivery of the FCC and its assessment standards.
• New Members who are in the FCP are covered by the current national harassment policy and will be covered by the forthcoming one.
• New members who are in the FCP are able to access all support services available to Regular Members, including the Peer-to-Peer Program and Employee Assistance Services (EAS).
• A Kirkpatrick Level 3 Evaluation of the Field Coaches’ Course (FCC) and Field Coaching Program (FCP) will be conducted in 2021/22 to assess how well the FCP is preparing new members and Field Coaches in their roles. The recommendations of the Bastarache report will be considered in the evaluation (HR).
• GBA+ was applied to Field Coach Training. There is a need to formally evaluate the GBA+ as part of the Level 3 Evaluation in order to provide the evidence-based framework for moving forward with the Field Coaches’ Course and Field Coaching Program (HR).
• Regarding supports for Cadets, the RCMP partnered with the University of Regina to launched a longitudinal post-traumatic stress injury (PTSI) study in April 2019. It will collect baseline data from cadets as they enter Depot, who will continue to be psychologically and physiologically monitored and assessed throughout their first 5 years in the field (HR).     
• The unified protocol (UP) will be introduced in the cadet training program in the fall of 2021. The UP is a psychological clinical training protocol designed to improve the mental health of those who have been diagnosed with one or more psychological disorders. It is delivered before a psychological injury has occurred, with the intent that it will help members increase their resilience to traumatic events and reduce the frequency and severity of operational stress injuries (HR).
• A national mentorship program is currently being explored. An environmental scan and needs assessment have been completed and options are being developed
• We will explore the creation of a mandatory counselling program for all new members in the Field Coaching Program

Establish a mandatory counselling program for all recruits during the 6-month training period.

Yes

We are exploring a counselling under the Field Coaching Program

Formalize and professionalize the Recruit Field Training program by making it part of Depot with effective oversight and consistent curriculum/targets. This should include a confidential mechanism to report harassment or discriminatory conduct by the trainer.

Yes

We have moved Field Coaching Program (FCP) under Depot

Post female recruits to detachments in areas where they have adequate housing and social support unless they request otherwise.

Yes

We are committed to working with contract partners to improve access to housing and social supports for all employees

• We will explore opportunities to leverage federal commitment to improving access to child care
• The RCMP will conduct a review of its transfer policy (under CMM 3) and best practices. Currently, access to daycare and having young children does not fall within the 4 reasons that are normally considered valid for refusing a transfer. However, the delegated managers for human resources are expected to consider all relevant factors when making transfer decisions, including members’ personal circumstances (HR).

There must be transparency in allocating courses.

Yes

We will review the allocation of courses using GBA+

• A Chief Learning Officer has recently been appointed to strengthen national standards, coordination and oversight for the design, development, delivery and evaluation of all RCMP learning.
• A career and talent management framework is being developed to help employees understand the various career paths that are available within the RCMP and the corresponding learning and development opportunities. This will also support succession planning for leadership positions.
• The Cultural Learning Strategy includes a wide variety of learning products, such as cultural awareness and humility; anti-racism training; expectations for sr. management re: unconscious bias, anti-racism/discrimination to provide ongoing cultural training.
• National Leadership Programs is modernizing leadership training to provide ongoing interactive leadership development opportunities throughout an employee's career.
• RCMP courses are reviewed and updated on a regular basis. As part of this, existing specialized team training (e.g., ERT, Federal Policing) will undergo a GBA+ analysis.
• The RCMP’s Learning Management System has the capacity to track, report and provide accountability in a national centralized system. Many system enhancements are currently underway that will promote transparent decision-making with respect to learning opportunities, and learning decisions.
• Continual and proactive efforts are made to ensure we are addressing GBA+ considerations (e.g., Underwater Recovery Team survey; carbine and pistol training modifications) and diversity in recruitment of instructors and staff.
• Continual and proactive efforts are made to promote changes in policy/releasability of instructors, instructor selection processes, assessment tools, and, instructional techniques, etc. to ensure transparency across all training products.
• Undertake GBA+ Review of training processes to ensure fair and transparency in allocation of training (HR):
• As part of the commitment to review existing practices, an initiative to integrate GBA+ into the evaluation of national learning products is underway. Standardized evaluation questionnaires will provide a consistent approach to identifying potential access and participation barriers.
• The RCMP is exploring opportunities to enhance career planning and access to learning by leveraging existing Learning Management System functionality (HR). Planned system enhancements to Agora include:
• The launch of a registrar system that will eventually see information about all learning offerings available at the RCMP, displayed for learners to register via the learning management system.
• The launch of formal learning plans, tied to employee goals and development/career objectives. This will provide an opportunity to track and report progress in a more formal way, against learning plans.
• The Learning Management System is being piloted to provide an ability to offer virtual learning to remove barriers (e.g., travel costs, inability to travel as a result of family obligations) (HR).
• Exploring ways to build learning paths/ curriculums to support employee growth and development (HR):
• Phased development of a core training curriculum (learning path) for all Federal Policing (FP) investigators that includes a list of core and elective training in 3 phases: 1) foundational investigative training, 2) FP investigations training, and 3) advanced investigations training.
• Stream-specific curricula which build upon the core curriculum will support specific training in each. This is supplemented with additional organizational mandatory and elective training.

The RCMP must implement an early and effective career plan for all members that continues throughout their career with appropriate accountability for ensuring that the member is effectively supported. This plan should determine the allocation of training and postings.

Yes

We are developing a career management framework

The RCMP should centralize the allocation of training so that the discretion to grant courses no longer rests with a member’s direct supervisor.

Yes

The RCMP is enhancing the Learning Management System functionality

Study the implementation of a model which creates an independent human resource branch.

Yes

We are modernizing HR

No we will not create an independent branch

CHRO is a civilian expert

• Under the new People Strategy, work is underway by external experts to identify priority areas in need of reform to achieve modern, efficient and effective HR processes, and modern user-centric systems using technology to support future program development and enhance the availability of reliable HR data to support people and people managers.
• New Anti-Racism training (Recommendation M) (HR)
• New GBA+ tool on systemic barriers – via GBA+ Network (AIM)
• The People Strategy will modernize RCMP people management function into an agile, flexible business partner that enables diversity, innovation and a culture of respect and inclusion (HR).
  • End-to-end review of the RCMP’s HR Process with a focus on equity, diversity and inclusion and consideration for needs and perspectives of diverse groups of people, including those with children, to ensure appropriate supports are available.                  
• The RCMP is planning changes to workforce planning practices and its HR operating model to better support the delivery of policing services across the country (HR).

Ensure that Human Resources staff are trained professionals.

Yes

Ensure that Human Resources staff understand the need to remove systemic barriers against women and are trained on how to do so.

Yes

We are implementing GBA+ capacity in HR

H. MATERNITY AND PARENTAL LEAVE

***Need to develop a more robust response to the recs in this section

Women who are on administrative duties because of pregnancy should be given meaningful work that is commensurate with their experience and competencies whenever possible. Managers should be held accountable for the assignments given to women by human resources or some other section outside the detachment.

Yes

We will review the Pregnant Member Policy (and best practices to address the issue of meaningful work during pregnancy

• The RCMP is exploring ways to mitigate barriers linked to maternity/parental leave, potentially through better leveraging existing workplace reintegration programs, providing additional guidance for managers, and identifying an approach to address vacancies created by maternity and parental leave.
• The RCMP engaged with the National Gender and Harassment Advisory Committee (NGHAC) where potential options were discussed to improve reintegration following maternity/parental leave (HR).  Four (4) proposed initiatives were identified:
  • Supportive communication between employees taking leave and their managers/supervisors
  • Improve backfilling by putting a more robust process in place, especially in smaller detachments
  • Leveraging the Member Reintegration Program (MRP) by having a plan in place to make the reintegration back to workplace as stress free as possible.
  • Annual reporting in performance discussions where managers are required to report gender disaggregated data annually on who from their teams participated in training, acting assignments, etc.
• The RCMP will continue to engage contracting partners and the Government on addressing vacancies for members on leave (HR).
• The RCMP will review the Pregnant Member Policy (under CMM 3) and best practices to address the issue of meaningful work during pregnancy (HR).
• Further engage with employees to identify an action plan and next steps.
• The Collective Bargaining (CB) Team has been asked to keep in mind the Bastarache report for everything being discussed at bargaining. To date, nothing related to maternity and parental leave is being bargained, however, this is something that could be discussed during another round of CB (HR).

The Government must provide sufficient funding to maintain effective human resource levels in all detachments including when women take maternity leave.

Key area for future action

Need GoC investment

The RCMP must ensure that it has a system to ensure that resource levels required for operational duties are always maintained and, on an organization-wide basis, not on a Division by Division basis over the next 2-3 years.

Key area for future action

Need GoC investment

Positions should be backfilled so that women are not resented for having children.

Key area for future action

Need GoC investment

The idea of floaters – members that be deployed where necessary to ensure appropriate coverage, should be endorsed.

Key area for future action

Need GoC investment

The transfer of RCMP members who have young children should be reduced.

Yes

We will explore ways to improve consultation

I. EMPLOYMENT FLEXIBILITY

Establish daycares in all large detachments.

Key area for future action

Need GoC investment

See Rec. E (HR) 

• Explore leveraging, in partnership with OGDs, the MOU between PSAC and the Employer with respect to child care, with a commitment to strike up a Joint National Child Care Committee to develop recommendations to assist employees access quality child care services across the country.
• The RCMP will review its part-time process and policy (AM ch. II.10), and best practices (HR).
• The RCMP will review the current job-sharing arrangement to ensure it is inclusive for all regular members, regardless of gender, and does not disadvantage those who, due to personal or family circumstances, would benefit from being able to work reduced hours.
• Engage Compensation/Pension to ensure that employees are not being penalized when requesting job sharing, given the Supreme Court decision in Pilgrim.
• Explore re-establishing and expanding the mandate of the “Workplace of the Future/Telework Workgroup” to examine flexible work arrangements, job sharing, etc.

Ensure that all members (men and women) are aware of and are not penalized for requesting job sharing and /or part-time status.

Yes

We will review policies and guidance to ensure members are not penalized

Create an effective, external and independent body to which RCMP employees may report sexual harassment or misconduct which has the power to investigate and make binding findings of fact and recommend penalties.

Yes

Creation of ICHR

• The RCMP harassment process has been revised to: centralize complaint intake; provide additional legal training to decision-makers; and fully externalize the investigation of all sexual harassment complaints. Respectful Workplace training has also been made mandatory for all RCMP employees.
• Access to informal conflict management tools has been expanded, including the hiring of dedicated practitioners to assist employees to address workplace conflict at the earliest point.
• The RCMP has worked with experts to develop a new independent, civilian-staffed harassment prevention and resolution regime to ensure employees have access to a trusted, consistent process that is accessible, timely and accountable. This process will integrate trauma-informed and victim-centred practice.
• The new regime will provide:
• Increased investigative capacity, to improve the timeliness of investigation and resolution of complaints; and improved communication and supports for employees.
• Increased impartiality and consistency in decision-making and disciplinary action.
• Additional training for supervisors and managers on addressing workplace conflict, and increased use of the Informal Conflict Management Program.
• Increased focus on prevention and workplace restoration.
• Comply and align with the new Canada Labour Code (CLC) regulations (Bill C-65).
• The new regime is expected to be operational in the summer of 2021, with full implementation to follow within one year.
• Reprisals can be considered as harassment under the Canada Labour Code definition. Retaliatory behaviours are also a violation of the Code of Conduct and are investigated when reported.
• The Public Servant Disclosure Protection Act complaint process is available to employees who face reprisal as a result of bringing forward complaints of wrongdoing in the workplace.
• In 2014, via the Commissioner’s Standing Orders (Conduct), the RCMP obtained a wider variety of measures to deal responsively to misconduct. The RCMP employs demotions, removal of supervisory responsibilities, ineligibility for promotion, etc.
• In 2019, the PRS released the “Conduct Measures Guide Supplement” to promote understanding and consideration of all the measures available to conduct authorities, including the ones identified in the recommendations. It was released with a Communique explaining its purpose.
• The current conduct measures include the ability to order “close supervision” which can be used to monitor those who have been found to have harassed members.
• Since 2015, the RCMP has held an annual national Professional Responsibility Symposium bringing together leadership from across Canada for a multi-day focus on conduct and harassment. Topics related to the recommendations have included:
• Appropriate range of “sanctions” otherwise known as conduct measures, including the appropriate use of the measures identified in the recommendations,
• Trends related to sexual misconduct, and
• Statistical analysis of misconduct and harassment.
• The RCMP tracks various statistics related to misconduct and harassment:
• The ACMT system tracks conduct and harassment files, including the ability to identify members who have been involved in more than one file
• The National Early Intervention System (NEIS) alerts supervisors to “check-in” at an early stage with employees who present certain indicators, including having conduct or harassment allegations against them, and provides guidance and support, through a non-disciplinary process.
• Alleged sexual assaults are reported to the police of jurisdiction.
• The ICHR will facilitate the process for all employees including specialized teams and cadets, to report incidents of harassment or violence. ICHR employees will receive training in the trauma informed approach, sexual harassment, and up to date CLC training, to ensure sensitivity to all employees. Informal resolution will only be pursued in those incidents where it is appropriate and with agreement from the complainant (PRS)
• The RCMP will update the online Conduct Authority Course to reinforce the proper use of all measures including updated link to the Conduct Measures Guide Supplement (PRS).
• The annual national Professional Responsibility Symposium will provide a seminar and discussion concerning the recommendations in the report that are specific to conduct and harassment (PRS).
• The RCMP will obtain a legal opinion concerning its ability to prevent members from retiring prior to the conclusion of a conduct process. Consideration to be given to the needs a victims, who sometimes may not want to testify in a hearing (PRS).
• The RCMP will also obtain a legal opinion concerning the feasibility of “automatic dismissal”. Blanket automatic dismissal would not be enforceable in the current legislative context; however, previous misconduct is clearly an aggravating factor that is considered by the Board in dismissal cases (PRS).

Mediation or other informal measures should not be used in the context of sexual harassment accompanied by violence.

Yes

The RCMP must address the problem of reprisals for making harassment complaints. The isolation of complainants, refusals to provide them with backup, and other forms of punishment such as the refusal of training or transfers must be eliminated.

Key are for future action

Sanctions for those found to have been harassing in the workplace must be effective and include suspensions without pay for longer periods, demotions, removal of supervisory responsibilities for an extended period; ban applying for promotions with no discretionary override. Dismissal should be sanction for serious or repeated offences. Victims should not be transferred unless they request it.

Key area for future action

Those accused of sexual harassment (including assaults) should not be allowed to retire before the conclusion of an investigation and conduct process.

Yes

We will obtain a legal opinion

A system to monitor those who have been found to have harassed members in the workplace should be implemented. A second finding of harassment should result in automatic dismissal.

Yes

Under NEIS

Alleged sexual assaults should be disclosed immediately to the appropriate external investigatory body.

Invite the Privacy Commissioner to investigate the RCMP’s use and disclosure of individuals’ medical information on an institution wide basis.

Yes

We have enhanced privacy

No

Will not invite Privacy Commissioner specifically

• The RCMP’s Well-Being Strategy (2021-2024) identifies how the RCMP will actively promote and protect employee mental health and overall well-being as well as foster a safe, respectful and healthy workplace. It builds on the RCMP’s inaugural Mental Health Strategy (2014-2019), which focused on reducing the stigma of mental illness.
• Regarding privacy, Occupational Health has done a complete Privacy Impact Assessment for the Abiliti system and put very strict rules in place to protect the medical information it captures. Occupational Health staff are very aware of the need to safeguard member’s health information (HR). 
• Work continues on the new periodic psychological health assessment for all RCMP officers, to complement the existing mandatory periodic health assessment, normalize discussions on mental health, allow early intervention if an officer is in distress, and improve access to mental health services. The program is being rebranded to better reflect its purpose: Psychological Health Screening Program.  It has launched in 5 divisions as of Feb 25, 2021, with a 6th division coming online April 1st.  Recruitment of psychologists continues for the remaining divisions.
• The RCMP Commissioner has recently established a Lived Experience Mental Wellness Advisory Team comprised of current and former employees and family members with lived experience. This group provides critical ongoing advice on mental health issues and initiatives to ensure mental health initiatives reflect the reality and needs of the RCMP’s diverse workforce.
• The RCMP worked with the Mental Health Commission of Canada and the Department of National Defence to introduce and affect a national rollout of the Road to Mental Readiness Program. 
• The RCMP is participating in a pilot project led by the Canadian Institute of Public Safety Research and Treatment (CIPSRT) and the University of Regina to develop a national Internet-based Cognitive Behaviour Therapy (ICBT) program specifically for Canadian public safety workers, such as RCMP employees.

See also Rec. D - Support for Cadets

See also Recs. E and P, specifically the social supports aspect.

• The RCMP is looking to expand its SOSI program to better serve its peer group by developing a volunteer role within each of the divisions. SOSI Coordinators continue to work with internal and external partners and stakeholders in accessing supports for their peers (HR).  
• RCMP is considering how to adopt industry best practices for gradually re-introducing police officers who have been involved in member involved shootings, traumatic incidents or returning from extended leave safely back into the workplace. The Member Reintegration Program recognizes the mental health implications of police work. It will support member wellness and ensure a meaningful process for methodically allowing employees to begin returning to work while recognizing the challenges they are experiencing (HR).
• The RCMP will require all professional responsibility advisors and investigators to complete the course “Using a trauma informed approach.” (PRS)
• Hazing encompasses a broad range of behaviours that are captured by the existing Code of Conduct (e.g. 2.1, 7.1). The RCMP will add a definition and explanation of hazing to its Annotated Code of Conduct and the Conduct Measures Guide, to ensure consistency in training across the organization (PRS).
• An internal communications strategy will be developed concerning “hazing.” (PRS)

Integrate Health Services into an independent Human Resource branch to address potential conflict of interest issues.

Currently reviewing its delivery model for occupational

No

We don’t have an independent HR branch

Require that Health Services flag retirement or discharge proceedings if a mental health issue is identified. A feasibility of a return to work option should be considered prior to the RCMP approving a request for discharge.

Unclear

Require regular mental health assessments for all members.

Yes

We have implemented periodic assessments

Implement an organization-wide alcohol and drug awareness campaign outlining the hazards of using these for the purposes of dealing with trauma.

Yes

We will include messaging on alcohol as part of wellness comms

Define hazing in the Code of Conduct and make it an offence to participate in it.

Yes

We will add a definition

Develop resources to foster a workplace culture in which members can safely debrief following critical or disturbing incidents.

Yes

We are looking at best practices through Member reintegration program

Use a rigorous “blind” process for promotions by assigning a random number to a candidate. No information about the gender, race, or medical or other leave taken by the applicant should be disclosed.

No

Pilots in GoC depts. have shown this is not effective

Will pursue other measures

• The Officer Candidate Process (OCP), the process by which officers apply to the senior ranks, will continue to be improved following the recommendations of a fairness review and GBA+ analysis.
  • OCP will continue to be reviewed with an EDI lens to ensure removal of barriers.
  • Changes to the annual timing of applications (to ensure applicants with school-aged children would not be deterred from applying) has already resulted in over 15% in the number of women applicants. 
  • Individuals may also now directly self-identify their future interest in the OCP without relying on a supervisor’s endorsement.
  • Candidates will be required to participate in a Character Leadership interview prior to continuing in the process.
  • Work is currently underway in collaboration with Dr. Mary Crossan and CLO to include CBL as part of the OCP.
• The RCMP is conducting a comprehensive review of the Career Management Manual, Chapter 4: Promotion, outlining areas of concern and opportunities for improvement, and will consult with stakeholders including Divisions and the National Police Federation for feedback.
• The RCMP is developing an integrated, systematic approach to Succession Planning at the Executive level to identify, develop and retain employees in line with the organization's ongoing operations and long-term goals including building a representative workforce (HR).
• The RCMP will be conducting a review of its NCO Promotion Process (HR).

Gather data on the number of women who are supervisors in operational versus administrative roles and, if there is a significant discrepancy, implement an action plan which would include a mentorship programme to encourage women to apply for promotions in these operational areas.

Yes

We are auctioning ways to support women in applying for promotions

Leadership training should begin at Depot and be continually emphasized throughout a member’s career.

Yes

We have implemented FoL course

• The RCMP has implemented a series of interactive, online courses as part of the new RCMP Foundations of Leadership curriculum to prepare employees for informal and formal leadership roles and provide learners with the knowledge to positively influence workforce culture.
• Content on unconscious bias has been added to existing RCMP leadership training, a new mandatory Cultural Awareness and Humility course was recently launched, and new mandatory anti-racism training for all RCMP employees will be launched in early 2021. Unconscious bias, anti-racism and anti-discrimination expectations will be established for senior managers and leaders.
• The RCMP has adopted Leader Character, an evidence-based approach to ensuring the development and assessment of people skills and personal character, alongside operational know-how. It has been introduced in the FOL and work is underway to fully incorporate it in all leadership development courses. Leader Character will be further integrated in recruitment, promotion and other HR processes.
• The Cultural Learning Strategy includes a wide variety of learning products, such as cultural awareness and humility; anti-racism training; expectations for sr. management re: unconscious bias, anti-racism/discrimination to provide ongoing cultural training.
• Leadership development training is being modernized. To address systemic barriers and modernize learning opportunities, the supervisor, manager and executive development programs are being modified to a virtual, face-to-face, interactive format. These will be provided to employees outside of the promotions process to enable access for all interested employees.
• Initial Critical Incident Response (ICIR) is a national mandatory program that promotes leadership skills among front-line supervisors. The design of the program begins with delivery of key concepts to junior police officers by supervisors and senior NCOs, creating a continuum of learning. This hands-on training is conducted in person using scenarios and practical exercises, and imparts meaningful and relevant knowledge and skills relating to practical leadership at the front line.
• During the review of the NCO Promotion Process, the RCMP will consider the recommendation of having members recommit upholding the Code of Conduct every time they are promoted into its process (HR).
• Explore proactive discussion at start of assessment year to review commitments to Code of Conduct and Core values, rather than at the end of the supervisory year (HR).
• Create a pro-active awareness campaign regarding the responsibilities of managers and supervisors to address harassment or discrimination (PRS).

Members should be required to recommit upholding the Code of Conduct every time they are promoted.

Yes

We are examining how to best do this

(may be part of annual assessment process)

Leaders should be held accountable for failing to act when they become aware of harassment or discrimination in their areas or responsibility. Leaders should not be penalized for the existence of harassment and discrimination complaints in their sections if appropriate action is taken in a timely and effective matter. Areas in which there are no complaints or grievances should be audited promptly.

Yes

Ensure that all leadership training is done in-person and involves role-playing exercises which are key adult learning programmes. Online courses or in class non-participatory classes are insufficient.

Require a complete evaluation of commissioned officers every 3-5 years and in any event before they are promoted again.

No

We are currently unable to deliver in-person leadership training in all instances

Yes

We will assess character as part of commissioner officer promotions

The RCMP must ensure that there is an effective oversight of specialized teams and in particular of the conduct of its undercover team members.

Yes

• To enhance diversity in specialized teams, the RCMP undertook a GBA+ analysis of the Emergency Response Team (ERT) selection process. Findings were incorporated into the ERT modernization plan, and include targeted recruitment and support for women applicants.
• Completing a GBA+ analysis of Low-Diversity Specialized Units (initiated in 2018) (AIM)
• The current conduct process has handled many conduct files arising from specialized teams including undercover teams. A communique will be shared with all conduct advisors, all Level II Conduct Authorities in specialized teams, including undercover team members, and all Level III Conduct Authorities, that both reminds them of their obligations as conduct authorities and describes the various mechanisms in place to handle any sensitive conduct matters (e.g. involving a confidential informant) appropriately (PRS).
• All RCMP employees will be able to access the Independent Centre for Harassment Resolution, including those on specialized teams (PRS).

The RCMP should establish a confidential, independent mechanism for members of these teams to make complaints concerning harassment or violence in the workplace.

Yes

Under the ICHR

The RCMP should compensate women who were abused by the medical officer during the application process and were not eligible for compensation under the Merlo Davidson Settlement Agreement.

Yes

Certified class action pending

• There is a class action underway called Corriveau that encompasses women and men who were sexually assaulted during their medical examinations and who were not covered in Merlo/Davidson. The RCMP recently agreed to certify this class action on consent and we are considering our next steps.   

Ensure that Regular Members be better informed of the importance of the role played by CMs and PSEs to address the discrimination described to the Assessors.

Yes

• Drastic changes have been made within the senior management team, which now includes experienced public service employees in senior human resources, finance, technology and Chief Administrative Officer roles.
• The ICHR will provide accessible resources and information for all RCMP employees on what to do if they experience harassment in the workplace
  • The ICHR will increase access to timely supports for all supervisors and managers, regardless of their category, to help them build and maintain a healthy workplace and obtaining the tools and supports they need

Public Service Employees should have a clear reporting relationship with a public service manager to whom they may seek assistance in relation to a difficult or isolated workplace.

Yes